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[General] Latest MSP-Practitioner Exam Dumps - MSP-Practitioner Materials

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【General】 Latest MSP-Practitioner Exam Dumps - MSP-Practitioner Materials

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Peoplecert MSP-Practitioner Exam Syllabus Topics:
TopicDetails
Topic 1
  • Problem Solving: Develop expertise in addressing complex programme management challenges and resolving issues efficiently and effectively.
Topic 2
  • Quality Management: Understand quality assurance and control processes to ensure that programme deliverables and outcomes meet or exceed defined quality standards.
Topic 3
  • Programme Management: Develop expertise in programme management best practices, mastering principles, themes and processes to help organizations manage programmes effectively.
Topic 4
  • Governance and Control: Gain an in-depth understanding of programme governance, including setting up and maintaining governance structures, accountability mechanisms and assurance processes to deliver programme success.
Topic 5
  • Stakeholder Engagement: Learn how to effectively manage diverse stakeholders, including executives, sponsors, team members, suppliers and customers, with advanced communication and relationship-building skills.

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Peoplecert MSP Practitioner, 5th edition Exam Sample Questions (Q40-Q45):NEW QUESTION # 40
The programme is in the 'deliver the capabilities' process in Tranche 3. Engineering staff have been installing the new water meters. As a result, fewer staff than planned have attended the first few training courses, delivered as part of the Training Project. If this trend continues, realization of the reduced costs could be delayed. The programme manager has asked the CEngO to schedule this routine work so that the engineers can attend training courses in the future.
Which theme is MOST relevant to this situation, and why?
  • A. Decisions, because the programme manager is responding to possible delays to the training courses affecting programme benefits
  • B. Justification, because the delays to the training courses could impact how quickly the reduced costs are realized
  • C. Justification, because further delays to the training courses will start to impact programme costs, affecting the business case
  • D. Decisions, because the problem with the delayed training courses is causing a delay to delivery of the programme benefits
Answer: B
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
The Justification Theme in MSP 5th Edition is concerned with the ongoing viability of the programme and the realization of the benefits that justify the investment. A critical aspect of this theme is the monitoring of the Benefit Realization Plan. If events occur that threaten the timing or magnitude of benefits, it directly impacts the programme's justification.
In this scenario, the failure of engineering staff to attend training is not just a scheduling issue; it is a threat to the realization of reduced costs. Option C is the correct answer because the Justification theme requires the programme manager to identify when the "pathway to benefits" is compromised. If staff are not trained, they cannot adopt the new ways of working, which delays the benefits. This delay must be addressed to protect the Business Case. While the programme manager is making a decision (Option A), the reason this situation is significant in an MSP context is that it affects the fundamental justification of the programme. The Justification theme ensures that the SRO and Programme Manager remain focused on the "why" of the programme-the benefits-and take action when those benefits are at risk of being delayed or lost due to operational conflicts between routine work and programme requirements.

NEW QUESTION # 41
Which of the following is not an Input to delivering the capability?
  • A. Business Case
  • B. Project outputs
  • C. Blueprint
  • D. Project dossier
Answer: B
Explanation:
Project outputs are actually the output of delivering the capability, not an input. Inputs to delivering the capability include the Project Dossier, Business Case, and Blueprint, which provide the framework, justification, and detailed design for what is to be delivered.
The MSP Practitioner clarifies: "Project outputs are output of delivering the capability," meaning these are the tangible products or deliverables produced by the projects managed within the programme. In contrast, the Project Dossier contains detailed descriptions and plans for the projects, the Business Case justifies the programme's existence and value, and the Blueprint defines the future state and capabilities required.
This distinction is important because delivering the capability depends on having a clear, approved vision (Blueprint), a solid business justification (Business Case), and a structured project plan (Project Dossier).
Only once these inputs are in place can project outputs be successfully created and integrated to achieve the programme's objectives.
Understanding this flow ensures that programme teams focus on the correct artefacts at each stage-inputs for planning and delivery, outputs for realization and benefits management-ensuring clarity and control throughout the transformational flow.

NEW QUESTION # 42
Which of the following is not correct about 'Leading change'?
  • A. Appoint right people at right time
  • B. Actively engage stakeholder
  • C. Create novel solutions to problems
  • D. Get approval from sponsoring group
Answer: D

NEW QUESTION # 43
Which of following is output of 'Defining the programme'?
  • A. Programme Mandate
  • B. Programme preparation plan
  • C. Governance Baseline
  • D. Benefits measures
Answer: C
Explanation:
One of the key outputs of the 'Defining the Programme' process is establishing the Governance Baseline. This baseline sets out the governance framework, including roles, responsibilities, controls, and decision-making structures that will apply throughout the programme lifecycle. Defining the governance baseline early ensures clear accountability and oversight, which is vital for managing complexity and risk in transformational change.
The MSP Practitioner explains that during 'Defining the Programme,' "Governance is baselined" to create a robust foundation for programme control. This process involves formalizing the authority of the Senior Responsible Owner (SRO), the programme board, and other governance roles, ensuring they are empowered to manage and oversee programme activities effectively. It also includes establishing reporting lines, approval mechanisms, and quality assurance controls to maintain programme integrity.
Without a clearly defined governance baseline, programmes risk poor decision-making, ambiguity in responsibility, and inconsistent oversight, which can lead to scope creep, misalignment with strategic goals, and failure to realize benefits. The governance baseline serves as a reference point against which programme performance and compliance can be measured, enabling corrective action when deviations occur.
In summary, the Governance Baseline is a critical control output that defines how the programme will be directed and controlled, safeguarding successful delivery and alignment with corporate strategy throughout the programme's life.

NEW QUESTION # 44
The CFO has been appointed as the SRO for the Smart Meter Programme.
Is this appointment an appropriate application of the 'organization' theme, and why?
  • A. Yes, because the CFO can direct the programme, providing new insights as they are new to UU
  • B. No, because the CFO has no previous experience or working knowledge of the utility industry operations
  • C. Yes, because the CFO is able to monitor whether the increase in customers and reduction in costs is achieved
  • D. No, because the CEO, who has industry knowledge, is better qualified to develop the programme vision
Answer: C
Explanation:
Comprehensive and Detailed 200 to 250 words of Explanation From Exact Extract of project- programme-and-portfolio-management of 5th Edition MSP:
In MSP 5th Edition, the Organization Theme defines the roles and responsibilities required to direct, manage, and deliver the programme. The most critical role is the Senior Responsible Owner (SRO). The SRO is ultimately accountable for the programme's success and must be a senior individual with the authority to ensure the programme meets its objectives and delivers the projected benefits.
The appointment of a Chief Finance Officer (CFO) as the SRO is highly appropriate because the SRO must
"own" the Business Case. Since the primary drivers of the Smart Meter Programme are financial (increasing customer numbers and reducing operational costs), the CFO is best positioned to monitor these outcomes.
According to MSP, the SRO must provide strategic direction and ensure that the programme remains viable and focused on its benefits. Option A is correct because it highlights the SRO's responsibility for benefit realization and financial accountability. While technical or industry knowledge (as mentioned in Options C and D) is helpful, the primary requirement for an SRO is the ability to lead the change and be accountable for the investment. The CEO (Option D) is usually part of the Sponsoring Group to whom the SRO reports, rather than being the SRO themselves, to maintain a layer of objective oversight.

NEW QUESTION # 45
......
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